At Tarsus, we empower small and mid-sized businesses to achieve their full potential. We provide fractional C-level executives (CFOs, COOs, M&A specialists, corporate development experts, and controllers) who offer custom-tailored solutions to address your specific challenges and goals. Whether you need interim leadership during a transition, project-based expertise for a strategic initiative, or ongoing support for sustainable growth, Tarsus has the experienced professionals and flexible engagement models to help you reach the next level.

Unleash Growth Through Strategic Guidance: Transcendent Thinking is your boutique partner for elevating your business. We offer a comprehensive suite of services including:Fractional CFO Expertise: Access the financial leadership you need, without the full-time cost.Strategic Planning & Execution: Develop a clear roadmap to achieve your business goals.Operational Excellence: Streamline your processes and maximize efficiency.Product Innovation & Growth: Bring your product vision to life and drive market success.Business Development & GTM Strategy: Build winning strategies to reach new customers and expand your reach.Financial Clarity & Control: Gain actionable insights through budgeting, forecasting, and expense reduction.

Own and manage a portfolio of single-family and multi-family properties in the Kansas City metro area.

At Solar Tree Capital our goal is to take care of people and make the world a better place to live. We do this by identifying and supporting companies and projects that exemplify environmental, social, and governance (ESG) principles. Via the Elite Global Equity Fund, our mission is to provide our investors with long-term capital appreciation while focusing on what matters to our planet and all the inhabitants who call it home.

After achieving leadership buy-in to form a new department for strategic growth initiatives, I assumed the reins of new solution development and created an 10-member team to bring new products and new lines of business to fruition. Holding full department P&L accountability and reporting directly to the CEO.• During my tenure, two new. complex products were launched, both of which were the first joint solutions developed with our new parent company, Brink’s.

In addition to championing organic growth, I find that often the best growth strategies come from identifying and cultivating the right strategic partners. Brought on board by the executive team to step into a strategic leadership role, I identified, cultivated, and drove the success of strategic partnerships—including due diligence, product evaluation, and articulation of our business partners’ unique values. It was during this time that I cultivated the partnership with Brink’s, which set the foundation for Brink’s to acquire Balance Innovations in 2019. Playing a key role in M&A due diligence activities. During the acquisition by Brink’s, I recommended the formation of a new department to lead the company’s key strategic growth initiatives, which was accepted, and I was appointed to preside over while leading several planning/execution projects to streamline integration.

Recruited by Hyla’s CRO, I stepped into a high-profile role to drive strategy and business development while streamlining new product and international expansion. Focused on aligning all levels within the organization, I introduced a strategic planning framework that empowered division leaders to relate company-wide initiatives to their respective divisions and individual employees. Contributing significantly to top- and bottom-line growth, I helped to trigger a $105M capital investment from a prominent PE firm.• During my tenure, I identified a new business opportunity and model, then ideated and launched a price prediction software tool (ValueLock™) that uses data analytics and machine learning to predict mobile phone value curve. Critical to our success was building 2 top-performing teams from scratch: product/business strategy and data scientists (PhDs).• Another critical success factor was leading the charge into the Japanese market, which included selecting and managing an in-market consulting firm, key strategic partner, and the first customer. Personally steering contract negotiations, I also developed the business terms.

Sought out by the CMO of the Consumer Division to direct its new product group, I rapidly built a high-performing team from the ground up; defined and implemented a product vision; created a commercial model and holistic marketing strategy; and optimized P&L and a $16M marketing budget while overseeing an outside marketing agency. Not one to shy away from making the hard choices and saying “no” when required, I cleaned up a cluttered product roadmap of more than 30-languishing product ideas and focused my organization on 2 high-value, high-demand initiatives.• Based on that decision, we grew new product revenue from $2M to $9M in year one and were on track to achieve a $35M projected revenue in year 2 before Embarq’s acquisition. • Practiced at studying the competitive landscape and finding leverage-able advantages, I navigated the launch of a consumer-acclaimed, online and in-home computer support product (EMBARQ Rescue IT™) that topped first-year sales targets by 240%.

Recruited to the freshly minted New Product Development organization, I quickly hired 4 product strategy and development managers as critical members of our go-to-market (GTM) team, which was tasked with identifying, prioritizing, developing, and deploying internet products and services. Other critical factors to getting our products out fast and seamlessly were extensive collaboration—with IT/software development and marketing BU leaders to finance and legal—and implementation of a product innovation and development process to drive significant efficiencies and collaboration among working groups.• Setting the foundation for a $180M, 5-year economic benefit, I conceived and guided development of our internet portal (myembarq.com). Later we developed one of the industry’s first internet-based, video-on-demand products (Embarq Video Clicks™) and an online storage product (Embarq Media Safe™).

Both strategy and execution oriented, I worked on a small, elite team that identified and captured new business and growth opportunities while personally negotiating deals with Fortune 500s, including Disney, Microsoft, Yahoo, and Learning Station (leading educational software company).• After analyzing >40 ideas and providing the CEO with go/no-go recommendations, I secured a strategic partnership with the Learning Station, then conceptualized and oversaw development of our first educational content product (Empowered Education™), which delivered web-based applications to the K-12 market.Recognized as a top, emerging leader within the company, I was named to complete Embarq’s leadership development program.

Originally employed by Sprint in an M&A role, I was promoted after one year into the division that eventually became Embarq. Here I worked alongside Sprint’s Head of M&A on several critical acquisitions and divestitures, most notably negotiating the sale of a $100M BU and overseeing operations of an international joint venture.

Provided audit and advisory team leadership to key KPMG clients. Consulted with clients on SEC requirements and documents including IPOs and annual filing requirements. • M&A: Led the due diligence for the acquisition of over 20 companies.• Audit and Advisory: Engaged in the initial public offering of a large mutual fund company and the private-placement debt offering of a large entertainment company.